Case Study: The Eastman Kodak Company – a new era in digitisation Question: 1. Discuss the pressures for change Kodak has experienced. Kodak is all the while the leading photography company in the photographic industry. Due to the change from film photography to digital photographic services in the photographic industry, the development has caused an organisational change to Kodak. As a result of market pressures, the company is now fighting new competitors. This changes had causes Kodak to undergo a major change in its organisational structure. In recent years, Kodak had undergone a depression in its film processing division due to the popularity of digital cameras which creating a dramatic downturn in film sales. Many of the consumers had also losing their confidence in the brand because Kodak’s problematic early entry into the digital market had affected the company’s bottom line. Besides that, Kodak also will be experiencing a downturn in the price war which contributed to the depression in the company’s film camera division. Kodak not only experienced the pressures from external environment but also the internal. Due to the downsizing in the company, it had resulted in Kodak employees’ having poor morale, with many employees left feeling insecure and dissatisfied with their supervisors.

2. Discuss the suitability of the planned change strategies in relation to Kodak. Should Kodak adopt a different change strategy to improve the likelihood of future success in digital photography?

There are four strategies in the planned change of an organisation.

• Top-down approach to change – This approach to change is akin to the military model in its style and assumes that members lower down in the hierarchy will understand what is intended and follow through exactly as requested.

YOU MAY ALSO FIND THESE DOCUMENTS HELPFUL

...EastmanKodakCompany: Funtime Film
1. Diagnose the reasons for Kodak’s market share loss and make your assessment of the likely development of the market if Kodak maintained the status quo.
Kodak has been losing market share for the past five years to the point it has gone from 76% to 70%. The underlying causes that have generated such losses and have ultimately led consumers to favor competing brands with larger growth are:
I. Consumers are tending to view film as a commodity, often buying on price alone. Half of the picture takers claim they know little or nothing about photography.
II. Quality differences among films are unclear. Superpremium, Premium, Economy and Price brands showed no real quality difference amongst each other between consumers. As a matter of fact, they perceived a Price Brand as the better quality film.
III. Kodak does not compete in the lower tier segments: Economy and Price Brands, and has no real offer towards consumers.
The combination of these three factors has led Kodak to lose ground versus their immediate competitors and consequently a decrease in market share.
If Kodak maintained the status quo, a comparative sales analysis from 1992 to 1994 demonstrates that Kodak would continue to lose market share while its growth rate would also decline.
In 1988, market share and unit sales of...

...EastmanKodak
George Eastman, founder of EastmanKodak, developed the first fully portable camera in 1888. With strict business principles and innovative products he had created a new market with EastmanKodak as the market leader. Decades later, EastmanKodak was confronted with serious competitors in its traditional camera and film business. Several Diversifications gave EastmanKodak temporarily leading positions in different fields in commercial imaging, medical imaging, image storage, thermal printing. During a period of rapid development of imaging technologies EastmanKodak failed to acquire important patents to widen its product portfolio and for many of these new products return on capital fell way below cost of capital. Divestments followed and under new management EastmanKodak focused again on the picture business. The new area of digital photography faced EastmanKodak with many more competitors then the traditional camera and film business.
EastmanKodak Today
Today, EastmanKodak is no product champion in the consumer sector anymore like in its silver-halide photography times where it was a pioneer. Through a...

...Sustaina A program of the World Resources Institute
.
EastmanKodakCase
Implementation of TQEM at Kodak Parks Utilities Division
Our vision is to be a world class company and the leading imaging company in protecting the quality of the environment and the health and safety of our employees, customers, and communities in which we operate.
For more than a decade, WRI’s Sustainable Enterprise Program (SEP) has harnessed the power of business to create profitable solutions to environment and development challenges. BELL, a project of SEP, is focused on working with managers and academics to make companies more competitive by approaching social and environmental challenges as unmet market needs that provide business growth opportunities through entrepreneurship, innovation, and organizational change.
Permission to reprint this case is available at the BELL case store. Additional information on the Case Series, BELL, and WRI is available at: www.BELLinnovation.org.
R. Hays Bell, Vice President and Director
EastmanKodak Corporate Health, Safety and Environment
HS&E Annual Report, 1994.
In mid-1993, the Utilities Division at Kodak Park in Rochester, New York, volunteered to implement a long-term prevention-based environmental management strategy (EMS). The division...

...PROBLEM STATEMENT
Kodak is the photo film market leader since 1994 but the company is loosing share, in the past five years in United States has decrease from 76% to 70%, the main reason is the growing share of brands with lower prices. In January of 1994 Kodak is analyzing if launching a lower price product is the best alternative to stop loosing share.
DIAGNOSIS
As said before Kodak is loosing market share and looks like if thecompany doesn't do something the tendency is going to be the same for the next years: Kodak loosing and competitors gaining. Here are the main reasons of the situation:
The photo film market has reached a mature stage: there are many competitors in the segment and for a leader like Kodak is very hard to maintain the position, this can be evidenced in the fact that the growing rate for Kodak has been diminished.
Competitors are attacking with lower prices and are using private labels: Kodak gold plus is the best seller product and is priced at 3,49, Kodak extra is the premium product priced at 4,27, this prices aloud Kodak to have margins of 70%. Kodak can compete with private labels because of a consent decree that forbids the company to sell products in a private label basis.
According to and investigation on 1991 the consumer is seeing photo films as a...

...ACC562 Advanced Audit – Assignment 4 “EastmanKodakCompany”
Evaluate the current financial condition of EastmanKodak based on its most recent quarterly report, which can be located at http://www.Kodak.com. Based on your evaluation, discuss the most significant “red flags” for its public accounting firm to consider.
After evaluating Securities and Exchange Commission Form 10-Q report fled with Washington, D.C. 20549 it is evident that EastmanKodakCompany is experiencing large financial difficulties. On January 19, 2012 EastmanKodak and its subsidiaries filed a voluntary petition for relief under chapter 11 of the United States Bankruptcy Code. Under this code the company will continue to operate in the ordinary course of business. (Veronda, 2012)
The reason for filing chapter 11 was a fact, that the Kodak incurred loss for three years in a row-2009, 2010, 2011 and three months in the first quarter of 2012 ended on March 31, 2012 and is considered to be operated their business as “debtor-in-possession”. In order to understand the reason behind the hardships it is important to point out that Kodak operates in the highly competitive industry, such as the one where less and less people buying digital cameras and replacing them with digital cameras in cell phones, iPods, and IPad and various...

...Lee
EastmanKodak v. Image Technical Services -- Plaintiff
This is yet another case that concerns the standard for summary judgment in an antitrust controversy. The principal issue here is whether a defendant's lack of market power in the primary equipment market precludes — as a matter of law — the possibility of market power in derivative aftermarkets.
EastmanKodakCompany manufactures and sells photocopiers and micrographic equipment. Kodak also sells service and replacement parts for its equipment. Respondents are 18 independent service organizations (ISOs) that in the early 1980s began servicing Kodak copying and micrographic equipment. Kodak subsequently adopted policies to limit the availability of parts to ISOs and to make it more difficult for ISOs to compete with Kodak in servicing Kodak equipment.
Respondents instituted this action in the United States District Court for the Northern District of California alleging that Kodak's policies were unlawful under both §§ 1 and 2 of the Sherman Act, 1 and 2. After truncated discovery, the District Court granted summary judgment for Kodak. The Court of Appeals for the Ninth Circuit reversed. The appellate court found that respondents had presented sufficient evidence to raise a genuine issue concerning Kodak's market power in the service...

...EastmanKodak – Case Analysis
Problem
The problem in this case is concerned with EastmanKodak losing its market share in film products to lower-priced economy brands. Over the last five years, in addition to being brand-aware, customers have also become price-conscious. This has resulted in the fast paced growth of lower priced segments in which Kodak has no presence.
Kodak plans to address this issue by introducing a new brand, “Funtime” in the economy brand segment. Kodak also proposes to replace their Superpremium brand by launching “Royal Gold” which would target a broader audience.
Solution
If I were responsible for solving the problem, in addition to Kodak’s repositioning strategy, I would do the following:
* While the strategy to enter the ‘Economy Brand’ segment is strong, I would set the price of Funtime at $2.91
* Match the dealer margins given by other suppliers for the new product Funtime
* Allocate $5 million of advertising support to support Funtime
As an alternate strategy, we could also offer Funtime on a year-round basis. However this approach has some drawbacks which make it less attractive than our primary strategy.
Segmentation Analysis
Target Market:
The US photo film market is 670 million rolls units and divided into four segments. As shown in Exhibit 1, the Superpremium...

...﻿Implementing a New CSR Strategy for New Balance
Introduction
New Balance is a large company specialized in manufacturing footwear products at a global level. The casestudy reveals that New Balance is currently committed to formulating an integrated Cooperate Social Responsibility (CSR), which will enable it to place itself in a good position in a highly competitive market (Veleva, 2010). In 2009, the company was still struggling to build a CSR, which would create a reputable name for its products in the global market. However, as Veleva (2010) illustrates, the firm faced various challenges such as lack of a CSR department, which would foresee the implementation of an integrated CSR. This calls for the analysis of the various strengths and weaknesses of the company and lay out the steps it should follow in implementing an integrated CSR strategy.
New Balance Strengths and Weaknesses
Overall Governance
According to Veleva (2010), even before the word CSR became a common word in the global industries. New Balance always insisted on being responsible for all its employees and the communities in which it was operational. Luo and Bhattacharya (2006) support this argument by explaining that for a company to have an effective CRS, it should start internally before going external. New...